Psychology of Leaders and Leadership, Vol 28(2), Nov 2025, 157-182; doi:10.1037/mgr0000168
It remains unclear whether subordinates and managers have systematically different thoughts and beliefs about leaders and followers or implicit leadership and followership theories (ILTs/IFTs), respectively. We test for these systematic differences among 139 subordinate–manager dyads (N = 278). First, we find that the ILT/IFT scales are understood in the same way by subordinates and managers, allowing for apples-to-apples comparisons when assessing systematic differences in subordinate–manager ILTs/IFTs. Next, we find that where systematic differences exist, managers hold more positive ILTs and less negative ILTs and IFTs than subordinates. Finally, competing theories exist regarding the stability versus dynamism of systematic ILT/IFT differences. Results from an 18-month follow-up suggest partial support for both theoretical perspectives. We discuss practical implications associated with each theoretical perspective. (PsycInfo Database Record (c) 2025 APA, all rights reserved)